000			02004naa a2200193uu 4500
001			7111215513110
003			OSt
005			20190211163247.0
008			071112s2007 xx ||||gr |0|| 0 eng d
100	1		_aANTONACOPOULOU, Elena _930621
245	1	0	_aThe Social complexity of organizational learning : _bthe dynamics of learning and organizing
260			_aLondon : _bSage Publications, _cJuly 2007
520	3		_aThis article examines the social complexity of Organizational Learning. We built on and seek to extend recent conceptualizations of Organizational Learning that emphasize the emergent and fluid nature of learning in organizations, by drawing on some of the principles of Complexity Science. We selectively introduce two sets of principles of complexity that provide further richness to our understanding of Organizational Learning as a social complex process. The two sets of principles are `schemas—diversity' and `interaction—interdependence'. We discuss the main characteristics of these principles of Complexity Science and show they can help us understand aspects of the social complexity of Organizational Learning. Our analysis shows that one of the main contributions of the Complexity Science perspective to understanding Organizational Learning is that it reveals more clearly the tensions that underpin learning in social contexts. We provide a re-conceptualization of tensions as revealing elasticity and not only conflict. We argue that Organizational Learning as a source of tensions keeps the organization in tension, which allows us to better capture the dynamics of learning and organizing. We conclude by outlining some issues that future OL research would address if OL is conceptualized as a dynamic complex process
700	1		_aCHIVA, Ricardo _924071
773	0	8	_tManagement Learning _g38, 3, p. 277-295 _dLondon : Sage Publications, July 2007 _xISSN 13505076 _w
942			_cS
998			_a20071112 _b1551^b _cTiago
998			_a20071112 _b1625^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c25004 _d25004
041			_aeng